2010 Sustainable Development Report EXECUTIVE ... - Cemex

uilding a
better future
2010 sustainable development report
EXECUTIVE sUmmary

tAblE Of COntEntS
1 About CeMeX
2 MessAge froM our ChAirMAn And Ceo
4 PerforMAnCe suMMAry
6 sustAinAbility Vision And Model
8 sustAinAbility Priorities And Progress
8 leAd in sustAinAble ConstruCtion
9 low-inCoMe housing And infrAstruCture
10 enhAnCe our CArbon strAtegy
11 eXCellenCe in enVironMentAl And
biodiVersity MAnAgeMent
12 high Priority to heAlth And sAfety
14 strengthen loCAl CoMMunities
16 PArtnershiP with Key stAKeholders
18 resPonsibility for sustAinAbility At CeMeX
19 AwArds And reCognitions
COnnECt:
www.facebook.com/cemex
www.twitter.com/cemex
www.flickr.com/cemex
www.youtube.com/cemex
www.cemex.com/sustainability
sd@cemex.com
OUR COVER
Our cover shows the project “El Acantilado – Hábitat
Ecológico”, a CEMEX Building Awards sustainable
construction project. Photo: Pedro Truyol
GRI A+ SCORE
We applied the Global Reporting Initiative (GRI) G3
Sustainability Reporting Guidelines to produce our full
report, which meets an application level of A+ for the third
consecutive year. We provide a GRI index and an index of
United Nations Global Compact disclosures on our website
at www.cemex.com/sustainability
about
CEMEX
We help our customers solve their building
challenges
CEMEX is a global building materials company that provides products
of consistently high quality and reliable service to customers
and communities across the world.
We advance the well-being of those we serve through our relentless
focus on continuous improvement and our efforts to promote a
sustainable future.
Our company was founded in Mexico in 1906, and we have grown
from a local player to one of the top global companies in our industry,
with close to 46,500 employees worldwide. Today we are strategically
positioned in the Americas, Europe, Africa, the Middle East, and
Asia. Our operations network produces, distributes, and markets cement,
ready-mix concrete, aggregates, and related building materials
to customers in over 50 countries, and we maintain trade relationships
in approximately 100 nations.

Quick Facts (as of December 31, 2010)
n CEMEX, S.A.B. de C.V., (NysE: CX / BmV: CEmEX), a holding company, is a public stock corporation with variable capital (S.A.B. de C.V.)
organized under the laws of the United Mexican States (Mexico)
n Founded in mexico in 1906
n World’s leading supplier of ready-mix concrete, a leading cement and aggregates producer, one of the world’s largest producers
of White Portland Cement, and one of the top cement and clinker traders in the world.
n Presence in more than 50 countries and trade relationships in approximately 100 nations
n Close to 46,500 employees worldwide
n Annual production capacity of 96 million metric tons of cement
n Annual production levels of approximately 51 million cubic meters of ready-mix concrete and more than
158 million metric tons of aggregates
n 62 cement plants, close to 2,000 ready-mix concrete facilities, and a minority participation in 12 cement plants
n 376 aggregate quarries, 223 land-distribution centers, and 71 marine terminals
n Our customers range from global construction firms to individuals building their homes
SaleS dIStRIbutIOn by PROduCt
percentage
34
14
3
Mexico: 29.3
48
l CEMENT
l READY-MIX
CONCRETE
l AGGREGATES
l OTHERS
2010 Global Operations
Cement Production Capacity (million metric tons/year)
South / Central
America and
Caribbean: 12.8
11
USA: 17.2
SaleS GeOGRaPHIC dIStRIbutIOn
percentage
35
8
4
Europe: 25.7
25
18
TOTAL: 96.1
l MEXICO
l UNITED STATES
l EUROPE
l SOUTH/ CENTRAL
AMERICA AND
CARIBBEAN
l AFRICA AND
MIDDLE EAST
l ASIA
9
Africa and
Middle East: 5.4
WORKFORCe GeOGRaPHIC dIStRIbutIOn
percentage
8
32
7
25
19
Asia: 5.7
l MEXICO
l UNITED STATES
l EUROPE
l SOUTH/ CENTRAL
AMERICA AND
CARIBBEAN
l AFRICA, MIDDLE
EAST AND ASIA
l CENTRAL
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2
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MESSAGE from
our chairman
and CEO
“Sustainability is central to
our business strategy and
key to our future growth.”
tO OuR StaKeHOldeRS:
For CEMEX, 2010 was a transitional year, as the global building materials
sector continued an uneven recovery from the great recession. We
strengthened both our business model and our balance sheet, positioning
our company for long-term profitable growth. At the same
time, we intensified our commitment to integrating sustainability into
all aspects of our world-wide business.
Sustainability is central to our business strategy and one of the keys
to our future growth. As the largest concrete producer in the world,
we have both a responsibility and a great opportunity to help lead
the transition to a truly sustainable construction industry. That, in
turn, would be a critical element of a low carbon economy.
The challenges of building the sustainable housing and infrastructure
required by a growing global population are immense. Society needs
innovations not only in design, materials, and construction processes,
but also in creating access to green housing and infrastructure, especially
for those who are in most need. CEMEX is committed to helping
stimulate those innovations, while improving the sustainability of our
own operations and increasing our social investment.
I am pleased to report that we made progress on all those fronts
last year.
For example, although concrete is the most inherently sustainable
building material, we intensified our work to improve its characteristics.
This included developing concretes that improve structural
strength, provide extra insulation or allow water to filter through.
We also introduced a carbon footprint tool- the first of its kind in the
building materials industry- that allows us to measure the greenhouse
gas emissions of our cement, ready-mix, and aggregates products. The
tool has already been implemented in all of CEMEX’s operating cement
plants, and is now being extended across our ready-mix and aggregates
operations worldwide. As a result, we will begin to roll out carbon
content information for our products during 2011.
We significantly increased the use of lower-carbon alternative fuels
in our kilns. In 2010 our alternative-fuel use rose to 20.3 percent of
our total fuel mix, almost doubling from the 10.3 percent recorded
in 2008. Partly as a result, we are on course to avoid 25 percent of
specific net CO2 emissions related to manufacture of cementitious
products by 2015 compared to our 1990 baseline.
CEMEX has a longstanding and well-documented commitment
to biodiversity and wilderness preservation. In concert with this
tradition, last year we and our partners at BirdLife International
completed a multi-year scoping study on the biodiversity status
of our worldwide cement and aggregates operations. We assessed
543 sites and identified 131 sites that overlap with areas of high
biodiversity value. We are using this study to develop biodiversity
action plans.

During 2010, we continued our initiatives to build affordable housing
and infrastructure in developing markets. Last year alone, more than
45,000 families were able to improve their homes through our Patrimonio
Hoy program, bringing the total to more than 300,000 since we
started the program in 1998. The World Business and Development
Awards organized by the United Nations Development Program, the
International Chamber of Commerce, and the International Business
Leader Fund, recognized our contributions towards achieving the Millennium
Development Goals through programs such as Centros Productivos
de Autoempleo, which we expanded to Colombia in 2010.
Last year witnessed a number of extreme weather events and natural
disasters that severely affected countries and communities where
CEMEX operates. In response, we intensified our disaster relief efforts,
providing emergency humanitarian aid and supporting long-term
reconstruction efforts.
After the 2010 Haiti earthquake, CEMEX raised US$750,000 in company
and employee contributions, with donations from more than
2,500 employees in 29 countries, to help support both emergency
relief and reconstruction efforts. Additionally, we provided direct
assistance in Haiti itself. After June’s catastrophic flooding in Central
Europe, CEMEX focused on Poland and northeastern Hungary, where
the damage was greatest. We provided machinery to help drain
the water and clear roads, and donated construction materials to
reinforce flood banks. In Northern Mexico, Hurricane Alex produced
record-breaking rainfall during early July, creating widespread flooding
and leaving thousands homeless or without access to water or
electricity. CEMEX and our employees responded with significant
donations of time, money and equipment as part of the cleanup,
relief and reconstruction efforts.
An integral part of our sustainability commitment is our continuing,
company-wide effort to improve workplace and community safety.
The safety and well-being of our employees, contractors, and other
third parties involved in our operations is paramount. While we
made significant progress in many health and safety-related areas
last year, we are profoundly sorry to report that in 2010 there were
46 employee, contractor and third-party fatalities related to our
operations. This is unacceptable to us: we refuse to accept even one
such tragedy as inevitable.
Zero tolerance for accidents requires constant innovation. In this spirit,
we have continued to roll out the LEGACY training program globally.
In 2011 we will launch new health and safety policies, implement our
new Health and Safety Management System, and require greater accountability
for safety performance from all our managers.
At CEMEX, we know that sustainability is a fundamental—and
urgent—requirement of planetary survival, and we are deeply
committed to pursuing an aggressive sustainability agenda in our
industry, in our communities and in the countries where we operate.
Lorenzo H. Zambrano
Chairman of the Board and Chief Executive Officer
We have continued to work with a broad range of stakeholders—
including customers, suppliers, employees, shareholders, neighboring
communities, NGOs, universities and governments—to develop
and promote best practices, innovative research and positive policy
solutions.
For example, at the 2010 World Economic Forum in Latin America, we
proposed a new model for urban development and urged new alliances
among key stakeholders to finance housing projects. And, at the
end of the year, CEMEX was an official sponsor of the COP 16 meeting
in Cancun, Mexico, contributing to the global climate change debate
with initiatives that highlighted how existing building and energy
technologies can help the transition to a low carbon world.
Every CEMEX employee recognizes that sustainability requires constant
effort, innovation and commitment both as individuals and as
a company. We are grateful for the input of the Sustainable Development
Reporting Advisory Panel in our ongoing effort to report
more transparently on our challenges as well as our successes. Their
guidance is invaluable to this process. At the same time, we invite
feedback from all of our stakeholders and look forward to continually
improving our performance in the coming years.
Sincerely,
Lorenzo H. Zambrano
Chairman of the Board and Chief Executive Officer
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4
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PERFORMANCE
summary
The following tables provide an overview of our performance indicators and progress toward our companywide sustainability targets. We are
committed to improving our performance in all areas and will continue to disclose our achievements and challenges. Unless otherwise specified,
the information provided is for the company as a whole. The full list of indicators, broken down by business segments where available, can
be found in the Performance in Detail section of the full version of our 2010 Sustainable Development Report available for download in our
corporate website.
This year we have added indicators corresponding to our objective to Enhance our Value creation, specifically in our priority to Lead in Sustainable
Construction and focusing on our new CO2 Footprint tool.
The indicators marked with were subject to an external limited assurance process by PwC. The assurance statement detailing the review
work and conclusions can also be found on the full version of our 2010 Sustainable Development Report.
Enhance our value creation 2008 2009 2010
lead in Sustainable Construction
Production covered with the Co2 footprint tool (%) (1) -- -- 58 100
Targets
2015 Progress Assurance
Cement -- -- 100 100 l
Aggregates -- -- 50 100
Ready-mix concrete -- -- 32 100
Co2 footprint - Annual average
Cement (Kg CO2e per ton cement) -- -- 798
Aggregates (Kg CO2e per ton aggregates products) -- -- 5.3
Ready-mix (Kg CO2e per m 3 ) -- -- 298
Targets
Manage our footprint 2008 2009 2010 2015 Progress Assurance
Enhance our Carbon Strategy
Absolute net CO2 emissions (million metric tons) (2) 48.2 39.7 41.0
Specific net CO2 emissions (kg CO2/metric ton of cementitious product) (2) 654 627 629 602
Reduction in CO2 emissions per ton of cementitious product from 1990
baseline (%)
17.4 20.7 20.5 25
Thermal energy efficiency of clinker production (MJ/ton clinker) (2) 3,741 3,693 3,696
Alternative fuels rate (%) (2) 10.3 16.4 20.3 35 (5)
Alternative fossil fuels rate (%) 8.6 13.2 15.7
Biomass fuels rate (%) 1.7 3.2 4.6
Alternative raw material rate (%) (2) 12.0 12.2 11.8 12
Clinker / cement factor (%) (2) 75.4 75.2 75.9
l We have achieved our target We are currently on track to achieve our target l Extra effort required to achieve target

Excellence in Environmental and biodiversity Management
Clinker produced with continuous monitoring of major emissions:
Dust, NOx and SOx (%) (2)
2008 2009 2010
44 60 74 100
Targets
2015 Progress Assurance
Specific Dust emissions (g/ton clinker) (2) 162 106 89 155 (6) l
Specific NOx emissions (g/ton clinker) (2) 1,742 1,063 1,134 1,667 (6) l
Specific SOx emissions (g/ton clinker) (2) 484 410 334 519 (6) l
Active sites with quarry rehabilitation plans (%) 46 82 85 100
Active quarries within or adjacent to high biodiversity value areas (#) NA 112 105
Active sites with high biodiversity value where biodiversity plans are implemented
(%)
NA 29 38 100
Operations with water recycling systems (%) (3) 82 76 85
Environmental investment (US million) (4) $62 $77 $93
Major environmental incidents (#) 19 8 2
Environmental non-compliance cases (#) 67 67 65
Associated fines (US million) 4.1 1.3 1.4
Operations with an Environmental Management System implemented (%) (3) 30 50 76
Targets
Engage our stakeholders 2008 2009 2010 2015 Progress Assurance
High priority to Health & Safety
Total fatalities, employees, contractors, and third parties (#) 45 33 46 l
Fatality rate, employees (per 10,000 employees) 1.16 1.56 0.43
Lost-Time Injuries (LTI), employees (#) 654 360 268
Lost-Time Injuries (LTI), contractors (#) 165 154 123
Lost-Time Injury (LTI) frequency rate, employees (per million hours worked) 4.8 3.2 2.6 0.5 (7)
Sickness Absence Rate per employee (%) (8) – 5.2 2.5
% Compliance with CSI Driving Safety Recommended Practices (9) – – 64 100
% Compliance with CSI Contractor Safety Recommended Practices (9) – – 63 100
Operations with a Safety Management System implemented (%) (10) 80 98 98
Operations with a Health Management System implemented (%) (10) 52 76 79
Strengthen local Communities
Sites with community engagement plans (%) 88 85 97
Families participating in Patrimonio Hoy in Latin America (# accumulated) (3) 223,745 263,212 308,311
Mexico (3) 218,637 251,828 294,173
Other Latin American Countries (3) 5,108 11,384 14,138
(1) The CO2 Footprint tool was implemented in 2010. All figures are based on 2009 volumes. In October 2010, DNV performed the certification of our carbon footprint calculation methodology based
on data from 2009. CEMEX has established a target of 100% implementation by the end of 2011.
(2) Only cement operations
(3) Historic figures recalculated due to an improvement in measurement, as well as changes in the consolidation perimeter (increase in the number of sites reporting)
(4) Include environmental, alternative fuels and cementitious material investments
(5) Target and year of compliance updated from 2020 to 2015, given 15% was achieved in 2009.
(6) As emission targets for 2015 have been already met, CEMEX is undergoing a thorough analysis of its operations and market developments to set new, challenging targets for 2015.
(7) A new target of 0.5 has been established to ensure we continue to work towards our ultimate goal of zero LTIs.
(8) We believe that the previous Health Indicator for “% employees participating in annual medical exams” was difficult to progress globally given the difficulty in some countries to legally conduct
these exams for workers. A new indicator showing our employee sickness absence rate is universally tracked and was agreed to be a more relevant indicator to measure our progress in health.
(9) Having achieved close to 100% of the previous target “% of operations with safety training programs for drivers”, new KPIs to track our progress in complying with the CSI Driving and Contractor
standards were introduced.
(10) In 2010, the separate Health and Safety Management Systems were combined to create a single HSMS, hence a new KPI tracking implementation progress of this new system was introduced.
NA = Data not available
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6
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sustainability
viSiON and model
CEMEX’s sustainability model
We have three main sustainability objectives:
Enhance Our value Creation: CEMEX aims to
deliver the innovative, high-performing
products, services, and solutions that
our resource-constrained society
requires in order to create a growing
and profitable low-carbon economy.
By fulfilling the needs of the construction
sector in its efforts to adopt more
sustainable operating practices, we
aim to create long-lasting competitive
advantages.
SUSTAINABILITY
AT CEMEX
ENHANCE OUR MANAGE OUR
VALUE CREATION FOOTPRINT
ENGAGE OUR
STAKEHOLDERS
Envisioning a sustainable future
As a leading company in the
global building materials
industry, CEMEX is positioned
at the convergence of great
environmental and social
challenges.
given the importance of the sustainability-related challenges
that society is facing, CeMeX has integrated sustainability into its
business strategy. with the help of our sustainability Model, we
are incorporating sustainability practices into all of our day-today
operations and decision-making processes worldwide. our
model ensures that we concentrate our efforts and resources
on the issues of highest relevance to our business and greatest
concern to our stakeholders.
Manage Our Footprint: CEMEX strives to minimize
the ecological impacts of its operations on the
communities in which it operates. Such impacts
are carefully identified and measured so that we
can continuously reduce our footprint to the
lowest level that is both technically and economically
feasible. We also have a robust pipeline of
projects that provide carbon offsets to further
reduce our net impact.
Engage Our Stakeholders: CEMEX fosters positive,
long-term relationships with key stakeholders
to address the pressing needs and concerns of
society. With a highly committed and empowered
employee base, CEMEX closely collaborates with
a broad variety of institutions that allow us to
complement our core competences and enable
us to generate social benefits that contribute to
strengthening local communities.

CEMEX’s sustainability priorities
We have identified seven priorities in our Sustainability Model. The
definition of these priorities has followed a structured process of
both internal and external consultations where we have measured
the impact that the main sustainability issues have on our stakeholders
and on CEMEX operations. For this matter, we have performed a
Materiality Analysis which is furthermore explained in our About this
Report section.
Our seven priorities aligned to each of our three objectives are the
focus of our 2010 Sustainable Development Report:
CEMEX’s key stakeholders
By building strong, long-term relationships with our key stakeholders, we
increase our responsiveness to their needs and concerns, find new ways
to reduce our impacts, contribute to sustainable development worldwide,
and make CEMEX a more competitive and profitable enterprise.
Enhance our Value Creation:
n Lead in Sustainable Construction
n Low-Income Housing & Infrastructure
Manage our footprint:
n Enhance Our Carbon Strategy
n Excellence in Environmental & Biodiversity Management
Engage our Stakeholders:
n High Priority to Health & Safety
n Strengthen Local Communities
n Partnership with Key Stakeholders
Our People
We aim to be the employer of choice in our markets. We seek to provide
the most attractive opportunities for employees’ personal and
professional development.
Our neighbors
We are a good neighbor. We participate with communities openly
and directly in order to build trust and address their concerns.
Our business Partners
We work to be the business partner of choice. We seek to help our
suppliers and customers build their businesses and to create enduring
value for our shareholders.
Our World
We are a good global citizen. As a global company, we work to contribute
to international efforts to address some of the world’s most
complex challenges, including climate change, access to housing
and community infrastructure, and the conservation of biodiversity.
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8
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LEAD in sustainable
construction
in 2010, we introduced the first carbon footprint
tool in the industry
58%
of our total worldwide
production has implemented
the tool
As the largest producer of concrete in the world, CEMEX sees an enormous
opportunity in the future of the global construction industry.
However, along with this opportunity, comes a corresponding responsibility.
CEMEX is rising to the challenge with a three-part strategy to:
n develop better building products and solutions
n support the design and renovation of buildings
n promote and enable sustainable urban planning
develOPInG betteR buIldInG PROduCtS and SOlutIOnS
Led by our Global Center for Technology and Innovation in Switzerland,
CEMEX technology centers around the world are creating a range
of innovative concrete products to meet the construction industry’s
growing demand for high-performance, low-carbon building solutions.
Some of our most relevant offerings are: self-compacting concrete,
insulating concrete forms, impervious concrete (Impercem®), highstrength
concrete, specially designed high-performance concrete, permeable
concrete, structural insulation concrete, and low CO2 footprintself
compacting and easy compacting concrete, among others.
SuPPORtInG tHe deSIGn and RenOvatIOn OF buIldInGS
Given the challenge to develop not only sustainable building materials,
but also more sustainable buildings, we have taken a leadership
role in several partnerships and policy organizations focused on
sustainable building and development, including:
n The World Business Council for Sustainable Development’s
(WBCSD) Energy Efficiency in Buildings initiative to set new standards
for the use of energy in buildings
n The establishment of the Concrete Sustainability Hub at the Massachusetts
Institute of Technology that conducts research to examine
and quantify benefits and savings from better use of concrete in
buildings and pavements from a total life cycle cost perspective
n Our partnership with the World Green Building Council to further
promote the mainstreaming of sustainable construction practices
through the conference “Key Challenges for Construction in the
21st Century” during the 2010 COP16 meeting in Cancun, Mexico
PROmOtInG SuStaInable uRban PlannInG PRaCtICeS
Sustainable development, especially the planning and development
of more sustainable cities, may present the greatest challenge of the
21st century—one that will only be met if multiple stakeholders work
together. With this in mind, we have taken the first steps towards this
collaboration by participating as co-chair in the Urban Infrastructure
Initiative created by the WBCSD. Additionally, during COP16, CEMEX
presented “a vision of the city of the future.” Our exhibit showcased
how concrete’s properties make it an ideal material for building
sustainable cities, including infrastructure for clean energy sources,
transportation infrastructure, energy efficient buildings, sustainable
urban design and infrastructure, and industrial ecology systems.
www.cemex.com/SustainableDevelopment/CityOfTheFuture.aspx
Established in 1991, the CEMEX Building Awards recognize outstanding
construction projects and the talented individuals who
contribute to their creation. The 2010 first-place winners in the
sustainable construction category were the Split University Library
in Croatia and the Ecological Interpretive Center in “El Cielo”
Biosphere Reserve in Mexico. www.cemexbuildingaward.com
new CO2 footprint tool measures the greenhouse gas
emissions of our building materials
In 2010, CEMEX introduced a carbon footprint tool, the first of its kind
in the building materials industry. The tool measures emissions from
“cradle-to-gate”—from raw material sourcing to the release of the
finished product at the factory gate—which allows CEMEX to track the
greenhouse gas emissions of all of its cement, ready-mix concrete, and
aggregates products. We developed the carbon footprint methodology
to help our customers calculate the footprint of their projects, perform
a benchmark of company facilities, and collaborate with our clients in
the selection of materials. CEMEX has implemented the carbon footprint
tool at 629 sites worldwide, representing 58% of our company’s production
(1) . CEMEX’s footprint tool has already been implemented in all of
our operating cement plants, and is currently being rolled out across our
ready-mix and aggregates operations worldwide.
CemeX’S InItIal GReenHOuSe GaS emISSIOnS FOOtPRInt (1)
n raw materials n energy, fuel & others n transportation n direct emissions
euROPe 714
809
ameRICaS
881
aSIa / me
261
euROPe
329
ameRICaS
323
aSIa / me
3.5
euROPe
5.8
ameRICaS
8.0
aSIa / me
Cement Ready-mIX aGGReGateS
Kg CO2e/ton Kg CO2e/m 3 Kg CO2e/ton
(1) Calculated CO2e for
CEMEX operations,
based on sites already
implemented, using
2009 data.
In addition to the DNV
certification standards,
we considered the stilldeveloping
requirements
of the draft versions of
ISO 14067 and the WBC-
SD/WRI GHG protocol
“Product Life Cycle Accounting
and Reporting
Standard” Review Draft
for Stakeholder Advisory
Group November 2009.

HelPInG tO elImInate HOuSInG deFICIt
CEMEX’s housing strategy is designed to address the significant
housing deficits in developing countries and demolish paradigms
that limit the affordability of home ownership for low-income families
by establishing cooperative relationships with key stakeholders:
n Working with communities: Through microfinance, training,
equipment, technology, and expertise, CEMEX enables lowincome
individuals to build homes, businesses, and stronger
communities.
n Working with developers: Working hand-in-hand with private developers,
CEMEX brings needed resources, technology, and knowhow
to the development of low-incoming housing. In Mexico, the
CEMEX Vivienda initiative supported developers in building 1,502
houses in 2010—170% more than in 2009.
n Attracting private investment: By orchestrating joint efforts between
financial institutions, governments, NGOs, developers, and
communities, CEMEX develops significant housing projects that
provide a step towards homeownership and a decent standard of
living for low-income people.
We support social and economic progress, especially in the developing
countries where we operate by helping to build affordable housing
and better, more modern, and durable community infrastructure.
Developing prototypes for affordable housing
CEMEX housing experts have developed the San
Marcos prototype—consisting of a living room, two
bedrooms, kitchen, and bathroom—which offers 35
square meters of living space expandable up to 84
square meters. Designs based on precast concrete
forms make the structures sound, fast, and economical
to build. The use of special products such as our sealing
and water proofing Impercem® and Hidratium® and
our antibacterial concrete add to the soundness and
safety of these structures. During autumn 2010, the San
Marcos prototype was tested as part of the Nuevo Leon
Reconstruction Program for victims of Hurricane Alex.
San Marcos prototype: 35m 2 basic housing unit
low-income HOUSiNG
and iNFRASTRUCTURE
10
+1,500
million square meters of urban
and highway concrete paving
completed in Mexico in 2010
houses built in Mexico with
support of CEMEX Vivienda
PaRtneRInG tO maKe HIGH-SCale InFRaStRuCtuRe a RealIty
CEMEX works with governments to identify, coordinate, and develop
infrastructure projects. In addition to our building materials, technical
expertise, and equipment, we also bring turnkey solutions to
high-scale infrastructure projects. Our involvement spans the entire
life cycle: from originating new projects and helping to secure and
structure financing through third-parties to executing and managing
construction—and, in some cases, maintenance and toll road
operation. Ultimately, we provide greater value for our public and
private sector clients—offering the cost-effective, comprehensive
solutions they need—while creating a competitive advantage and
generating new market opportunities for CEMEX. In Mexico, we supported
the completion of 7 million square meters of urban concrete
paving and over 3 million square meters of highway concrete paving
in 2010. Over the past 15 years, we have participated in 70 concrete
road-building projects that have created 10,000 lane-kilometers of
pavement surface for highways alone.
Rebuilding infrastructure in tijuana, Mexico
CEMEX was a moving force in the recently completed
Comprehensive Road Rehabilitation Project or PIRE (Programa
Integral de Repavimentación) in Tijuana, Mexico, to
rehabilitate and upgrade some 126 kilometers of the city’s
urban roadways. The use of concrete rather than asphalt in
the project provided a more sustainable solution, as concrete
allows for greater durability, safety, and light reflection,
lower fuel consumption and temperatures, as well as lower
lifecycle costs. CEMEX coordinated the environmental certification
required for the project to obtain more than US$110
million in financing from the North American Development
Bank and the Border Environment Cooperation Commission.
9
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10 —
ENHANCE our
carbon STRATEGY
20.3%
20.5%
To reduce the overall carbon footprint of our operations, we have
long been engaged in a multi-pronged approach, chiefly by:
n replacing traditional fossil fuels with lower-emission alternatives
n reducing the clinker content in cement
n increasing our use of renewable electricity
n exploring new carbon-reduction technologies and policies
uSInG alteRnatIve FuelS tO ReduCe emISSIOnS
By replacing traditional fossil fuels with alternative fuels that are less CO2
intensive or that recover energy from waste, we are measurably reducing
both our CO2 emissions and our fuel costs. We have quadrupled our
use of alternative fuels since 2005. In 2010 alone, the share of alternative
fuels in our total fuel mix reached 20.3% compared to 16.4% in 2009.
Cement kilns are ideal for safely disposing of—and capturing the
recoverable energy in—waste materials, while avoiding landfilling. To
ensure the environmentally and socially responsible use of alternative
fuels in our kilns, CEMEX has established corporate guidelines
that reflect best practices. We also engage with our communities to
address their concerns and explain how the use of cement kilns for
waste disposal is an environmentally friendly solution. We further
meet with regulators to ensure that our use of alternative fuels is fully
compliant with all applicable policies and regulations.
alteRnatIve FuelS SubStItutIOn Rate
percentage
yeaR
06
07
08
09
10
15
6.6
7.6
10.3
alternative fuels
substitution rate
reduction of net Co2 specific
emissions, compared to our
1990 baseline
16.4
20.3
We have established a new 2015
target at 35% to reflect the ambitious
program we have in place in
all our worldwide operations.
taRGet
35.0
ReduCInG OuR ClInKeR FaCtOR tO Cut emISSIOnS
We continue our efforts to reduce CO2 emissions by replacing clinker
with alternative cementitious materials such as fly ash, a by-product
of coal-fired power stations, blast furnace slag, a by-product of the
steel industry, and naturally occurring pozzolanic materials. In 1990,
clinker comprised 84% of our cement; by 2010, we had reduced the
clinker content of our cement to 76%.
InCReaSInG ReneWable eleCtRICIty uSe
CEMEX is committed to securing renewable electricity sources.
About 25% of the total electricity consumed by our Mexican cement
operations comes from EURUS, a 250-megawatt wind farm located
in Oaxaca, Mexico, developed jointly by CEMEX and ACCIONA.
Additionally, our cement plant in Panama consumes only electricity
sourced from hydropower. Moreover, in Rüdersdorf, Germany, a
waste-to-energy plant was built for purpose of providing electricity
to our neighboring cement plant.
eXPlORInG neW CaRbOn ReduCtIOn OPtIOnS and POlICIeS
In 2009, the US Department of Energy’s National Energy Technology
Laboratory granted CEMEX funding to conduct groundwork for
the development and demonstration of a commercial-scale carbon
capture and storage (CCS) project at CEMEX’s Odessa cement plant
in Texas. This study, completed in 2010, concluded that commercial
scale CCS in the cement industry is not yet ready for deployment and
that significant research and development, public-private cooperation,
and funding, as well as policy changes, will be required for CCS
to realize its potential.
Additionally, CEMEX has successfully registered four Clean Development
Mechanism (CDM) projects, for a total reduction of 850,000
tons of CO2 per year. Achieved in December 2010, the latest United
Nations Framework Convention on Climate Change approval is for a
project at our Zapotiltic, Mexico, cement plant, where alternative fuels
will be used to substitute petcoke. CEMEX has a pipeline of more
than a dozen additional CDM projects under development.
CEMEX is a leading participant in the following initiatives:
n The WBCSD Cement Sustainability Initiative (CSI), where cement
companies work to find solutions to the sustainability issues most
important to the industry. CEMEX chairs its Communications and
Concrete Task Forces.
n “Getting the Numbers Right”, developed through the WBCSD’s CSI,
provides verified data on the cement industry CO2 emissions.
n The Steering Committee of the UN Caring for Climate Initiative,
through which business leaders and government decision-makers
discuss practical climate change solutions.
n The Prince of Wales’s Corporate Leaders’ Group on Climate Change is
a cross-sectorial group of business leaders participating at the highest
levels of policy debate surrounding climate change.
n The Carbon Disclosure Project is a voluntary initiative that requests
annual information on climate change risk management and
performance.

ImPlementInG a CuStOmIzed envIROnmental
manaGement SyStem
We are committed to responsible stewardship of the land we use
and manage and to conduct our operations in a sustainable manner.
Over the past year, a team of CEMEX professionals has worked
to develop a customized Environmental Management System (EMS)
that is compatible with ISO 14001. Pilot implementation of the new
EMS will begin in 2011, with global rollout in 2012. The new EMS will
set a standard approach for managing air quality, water use, waste
management, environmental disturbances, environmental incidents,
and biodiversity in order to:
n ensure legal compliance
n identify environmental issues and their impacts
n establish objectives, targets, and corresponding action plans
n ensure compliance with CEMEX’s standards and guidelines
n improve performance and common reporting
aCHIevInG aIR emISSIOnS taRGetS aHead OF SCHedule
We have invested in equipment to reduce major emissions, identified
current situation for minor emissions at cement kilns, developed
guidelines for handling fuels and emissions, participated in industrybased
initiatives, and reported emissions in accordance with the CSI
protocol. By controlling and monitoring emissions, we have achieved
significant reductions in dust, NOx and SOx emissions ahead of our
2015 target date. In 2010, we achieved a 16% reduction in dust
emissions a 19% reduction in SOx emissions.
a COmPReHenSIve aPPROaCH tO WateR manaGement
In 2010, we began a partnership with the International Union
for Conservation of Nature to strengthen our approach to water
issues and develop a corporate water strategy as well as the
tools—operating standards and guidelines, measurement protocols
and key indicators, best practices, and training materials—we
need to implement the strategy. The first phase, to be completed
in 2011, will:
n more precisely assess CEMEX’s global water footprint
n map operational sites against key water issues
n analyze water trends and stakeholders’ expectations
n explore our road in contributing to watershed management
n identify highest priority issues and strategy to address them
aCHIevInG SIGnIFICant ReduCtIOnS In WaSte dISPOSal
Another growing global challenge is the safe and efficient disposal
of society’s waste products. At CEMEX, we have adopted a manifold
waste-reduction strategy based on the philosophy of monitor, minimize,
reuse, and recycle. In 2010, this strategy enabled us to reduce
hazardous waste by 11% and non-hazardous waste by 9%, saving
significant resources and money.
(1) Category 1 incidents are defined as major uncontrolled spills or releases beyond site boundary
in breach of internal control procedures that might result in legal action and threat to operating
license. Part of this reduction is due to the reduction in the number of sites operating during
2010 as a result of temporary site closures and divestment from our Australia operations.
excellence in
ENviRONMENTAL &
BiODivERSiTY
management
543
85%
sites were evaluated for their proximity
to high biodiversity value areas
of our active cement and aggregates sites
have quarry rehabilitation plans in place
StRIvInG tOWaRdS zeRO envIROnmental InCIdentS
By combining technology and careful planning, we minimize disturbances
such as noise, vibration, vehicular traffic, aesthetics, and
fugitive dust. Our goal of zero environmental incidents is a priority
throughout CEMEX—a responsibility that extends from our top management
team to each individual operator. In 2010, we reduced the
number of Category 1 1 incidents to only 2, from 8 incidents in 2009.
maKInG PROGReSS tOWaRdS OuR quaRRy ReHabIlItatIOn
We are committed to implement quarry rehabilitation plans at all of
our operating sites by 2015. At year-end 2010, 85% of our sites had
such plans in place. In addition, we continue to work with our industry
peers in the CSI to establish Quarry Rehabilitation Guidelines and
help raise the standard of rehabilitation projects.
Prioritizing sites with high biodiversity value
In 2010, CEMEX and our partners at BirdLife International
completed a multi-year scoping study on the biodiversity
status of our worldwide operations. The Biodiversity Scoping
Study prioritizes 543 cement and aggregates operations
in terms of biodiversity sensitivity and opportunities, based
on both their proximity to areas of importance for biodiversity
and their current management practices. Among the
practical outputs of the study are maps and databases that
provide detailed information on the biodiversity characteristics
of each operational site that will enhance site-level land
management decision making. The scoping study provides
the baseline analysis from which the strategy is to progressively
implement biodiversity action plans (BAPs) for 131 sites
that overlap with important biodiversity areas, starting with
12 priority sites. Ultimately, CEMEX’s objective is for 100% of
these 131 sites to have a BAP in place by 2015.
11 —

12 —
high priority to
HEALTH and SAFETY
19%
40%
decrease in employee lti
frequency rate in 2010
decrease in lost work days
We are committed to making CEMEX a safer workplace and to supporting
all aspects of the health and well-being of our employees,
contractors, and third parties.
a SyStematIC aPPROaCH tO manaGInG HealtH and SaFety
As part of our continuous effort to strengthen line ownership and accountability
for health and safety by line management, we developed the
CEMEX Health and Safety Management System (HSMS) in 2010. Aligned
with OHSAS 18001, the HSMS clearly sets out the company’s expectations
in terms of health and safety management and provides guidance and
tools to help managers reduce risk in their operations through:
n risk assessments
n system audits and site inspections
n health and safety training and development
n performance monitoring and tracking
n emergency preparedness
n incident investigation
n sharing of lessons learned and best practices
HSmS manaGement SyStem FRameWORK
The HSMS framework outlines
CEMEX’s commitment to
Health and Safety and
the requirements of
top management for
the effective management
of health
and safety, as well as
incident prevention.
tHe 14 elementS OF tHe
CemeX H&S manaGement
SyStem FRameWORK
Operation
control
Incident invest.
& reporting
prevention
Emergency
management
Std. operating
procedures
Document
control
Audits, inspect.
& continuous
improvement
Communication
& consultation
Leadership &
People, training
& behaviours
1 2 3 4 5 6 7 8 9 10 11 12 13 14
REVIEW
accountability
Health
Risk
management
Regulation
policies
Driving
safety
Contractor
Management
P L A N N I N G IMPLEMENTATION & OPERATIONS CHECKING MANAGEMENT
ImPROvInG SaFety tHROuGHOut OuR OPeRatIOnS
CEMEX has steadily reduced on-site employee injuries and fatal
incidents. In 2010, there were two on-site employee fatalities and
zero employee or contractor fatalities from working at height.
However, we must significantly improve the safety of our transport
activities and management of contract drivers. We deeply regret
the deaths of 46 employees, contractors, and third parties in connection
with CEMEX activities in 2010.
In 2010, we had a lost-time injury (LTI) rate of 2.6 and lost the
equivalent of approximately 15,600 work days. While this rate
slightly exceeds our target for 2010 of 2.5, it marks a significant
improvement over 2009. Thanks to this progress, fewer people
were injured, their injuries were less severe, and they were able to
return to work more quickly. In 2011, we will focus on improving
reporting and investigation of all injuries and near misses to better
identify the root and system causes of incidents that typically
result in lost-time injuries.
We aPPly ROOt-CauSe analySIS tO leaRn FROm InCIdentS
Over the past two years, we have steadily improved our use of rootcause
investigation tools and methodology to understand why incidents
happen in our operations. In 2010, root cause investigations
involving line leadership and technical and safety specialists were
completed for every fatal incident, and corrective and preventive action
plans were implemented. To further improve our performance,
we have developed a training program that will not only enable us
to better understand underlying causes of safety incidents, but also
identify aspects of our safety management system that we must
strengthen to prevent future injuries.
SaFety leadeRSHIP PROGRam
Developed in 2009, LEGACY is our company’s in-house flagship
safety leadership program designed to help us achieve our goal
of zero incidents. When fully implemented, LEGACY will equip
managers at all levels with the tools, skills, and behavioral standards
required to lead safer, more efficient operations. In 2010,
we completed LEGACY training for 2,108 CEMEX supervisors and
managers. Our goal is for everyone in a leadership role to complete
the training by 2015.
dRIvInG and COntRaCtOR SaFety
In 2009, we led the CSI Driving Safety Working Group in its development
of industry-wide standards to address driving risks and
incidents and to measure progress in reducing incidents and injuries.
In 2010, we immediately began implementation by conducting a
baseline gap analysis across all of the countries in which we operate
to determine the level of compliance with the CSI Recommended
Practices. On average, we achieved 64% compliance with the driving
standards and 63% compliance with the contractor safety standards.
Each country will now implement action plans to achieve 100%
compliance by the end of 2015.

CEMEX Global Safety Awards showcase site excellence
Since 2000, the annual CEMEX Global Safety Awards have recognized business units and country-level operations that have built and
continually improved their safety culture to achieve superior safety performance. Businesses and countries are judged based on six
criteria: safety performance and continual improvement, safety leadership, innovative practices to reduce risk, incident investigation,
analysis, and follow-up and near-miss reporting.
sECTOr BEsT saFETy PErFOrmaNCE mOsT ImPrOVED saFETy PErFOrmaNCE
Cement Patarra Plant (Costa Rica) San Pedro de Macoris Plant (Dominican Republic)
Chelm Plant (Poland)
Ready Mix Concrete Country Concrete Operations (Ireland) Monterrey Concrete Plant (Mexico)
Aggregates South Region (UK) Rhein-Main-Donau Region (Germany)
Logistics Aggregates West and Southwest Region (UK) Colombia
Ireland
Other lines of business Terminals and Warehouses (Spain) Indianapolis Pipe Plant (USA)
Country Awards Ireland Austria
InveStInG In OCCuPatIOnal and PReventIve HealtH CaRe
Our goal is to improve each employee’s health by offering beneficial occupational
and preventive health programs and empowering all of our
employees to improve their personal health by raising awareness, providing
information, and offering assistance. Based on the work of our global
health council and other stakeholder feedback, in 2008, we established
the global Health Essentials initiative to address the 12 most important
occupational and preventive health issues our people face every day. Additionally,
all of our health programs—whether voluntary or required by
local law—are designed according to four basic principles that we have
integrated into our HSMS: information and promotion of health topics,
vaccinations, timely diagnosis, and rehabilitation.
HelPInG emPlOyeeS ReduCe and manaGe tHeIR StReSS
CEMEX is applying 12 years of research on various aspects of stress
to help employees reduce and manage their stress levels. We offer
seminars, a stress-diagnosis tool, and an online course for stress
management.
54% employees participating in annual
medical exams, a 23% increase from 2009
2.5 absenteeism rate by general
disease, a 52% reduction from 2009
96% operations with a qualified
health professional onsite or with access to
an external health provider, unchanged
from 2009
13 —

14 —
strengthen local
COMMUNiTiES
45,099
97%
families improved
their homes through
Patrimonio hoy in 2010
of our operations have Community
engagement Plans
CEMEX’s operations are often an important part of local communities.
We employ community members, work with local suppliers, and
contribute to the community through tax payments, social investments,
and on-the-ground programs. Our social-investment programs
yield positive economic and environmental returns, promote
citizenship, empower people, and help build a foundation for longterm
well-being. Community relations are managed at the country
level, which helps us to identify the communities near our operations,
our impacts on them, and their needs; and then develop and
implement effective, site-specific social programs. Approximately
97% of our operations have Community Engagement Plans.
PROmOtInG aCCeSS tO buIldInG mateRIalS and SeRvICeS
One of the most important ways in which CEMEX helps to reduce
global poverty is by providing low-income customers access to
building materials and services. We do this by creating programs that
align the values and commercial objectives of our business with the
needs of the communities we serve—generating long-term benefits
for all. In addition, we advocate policies and financing models that
will enable countries around the world to adopt development plans
based on our programs.
Patrimonio Hoy: much more than a house. Since 1998, Patrimonio
Hoy, our award-winning low-income housing program, has provided
affordable building materials and services and US$169 million in microfinancing
to more than 300,000 families in five countries to build
or improve their homes. In 2010 alone, 45,099 families benefited
from the program. Sixty percent of participants in Mexico say they
would not have been able to build their home without the program.
With more than 100 offices in Latin America, Patrimonio Hoy
promotes local economic development and creates jobs for local
masons, and in particular, it provides opportunities for meaningful
work for women. Most Patrimonio Hoy “promoters”—the individuals
who sell and administer the loans—are women, half of whom had
no work experience prior to joining the program.
ConstruApoyo: a model for disaster response and long-term relief.
Begun in 2005 to provide disaster relief after Hurricanes Stan and
Wilma in Mexico, this program has since been used in other government-subsidized
housing and community infrastructure initiatives
because it is both efficient and transparent. Governments identify
beneficiaries and provide funds for the building or rebuilding efforts,
which CEMEX distributes in the form of debit cards to purchase
building materials at fixed prices. We make results available online
in real time to government officials. By 2010, approximately 28,000
individuals benefited from ConstruApoyo.
Lazos Familiares: building community institutions. Since 2005, this initiative
has helped communities build and renovate public facilities such as
health centers, hospitals, orphanages, and schools. CEMEX, participating
clients, and distributors donate materials and building assistance. Working
alongside individuals from the communities, employee volunteers
help communities complete the work efficiently. To date, they have
completed more than 45 projects, benefiting more than 33,600 people.
Mejora tu Calle: facilitating community movement. This program
helps communities and governments work together to pay for the
concrete paving of streets and sidewalks. By combining community
contributions with government funding, most projects are completed
in just 70 weeks—much faster than the 10 years it often takes
low-income neighborhoods to complete these projects.
Centros Productivos de Autoempleo (CPA) pursuing do-it-yourself
construction. CEMEX partners with municipal or state authorities,
as well as NGOs and communities, to establish community centers
where low-income families produce concrete blocks and other precast
products; half of which they can use to build, repair, or expand
their homes. Municipal or state governments purchase the other half
for infrastructure development. The resulting proceeds are reinvested
in the centers. In 2010, we were able to expand this program to Colombia
through a partnership with the Inter-American Development
Bank, which is providing 35% of the financing for the first 18 months.
Participatants in concrete block production process in a CPA in Mexico

CEMEX honored at the World business and
Development Awards
In 2010, the World Business and Development Awards—
organized by the United Nations Development Program, the
International Chamber of Commerce, and the International
Business Leader Fund—recognized CEMEX for its contributions
to achieving the Millennium Development Goals
through programs that foster and facilitate development,
including Centros Productivos de Autoempleo.
SuPPORtInG eduCatIOn and tRaInInG OPPORtunItIeS
In 2010, in partnership with the Tecnológico de Monterrey, we completed
the CEMEX-Tec Center for Sustainable Community Development
to promote collaboration between the public, private, and academic
sectors in order to support innovative solutions to challenges in this
field. In addition, several of CEMEX’s country operations granted scholarships
and supported educational chairs at local universities in the areas
of architecture, sustainable construction, and corporate responsibility.
PROmOtInG SelF-emPlOyment and mICRObuSIneSSeS
As part of our efforts to improve local communities and promote selfsufficiency,
we provide resources and advice for motivated individuals
to start locally based microbusinesses. For example, at the Community
Center of our cement plant in Torreon, Mexico, 20 students enrolled in
the sewing and dressmaking course have made and sold more than
3,000 uniforms for workers at the cement plant. Now, they are beginning
to produce uniforms for local schools, and have applied for a loan
from a government-run development bank to formalize their business
entity and continue their growth. Moreover, in Colombia, 80 women
and men who have participated in our educational programs have
become CEMEX suppliers, providing environmental and maintenance
services, performing work at height and in pre-blasting preparations,
and selling uniforms and industrial safety clothing.
FOSteRInG lOCal envIROnmental aWaReneSS
We invest in environmental awareness, conservation, biodiversity preservation,
and reforestation. In 2010, among other initiatives, we provided
assistance to build an interactive learning facility on marine ecosystems
in the Philippines; organized events in the UK, France, Latvia, Poland, and
the US that promoted learning about bird species and their habitats;
and we launched our first CEMEX-BirdLife photo competition among
employees to honor the UN International Year of Biodiversity.
enCOuRaGInG emPlOyeeS tO vOlunteeR In tHeIR
COmmunItIeS
In 41% of our operations, we have employee volunteering programs,
and many of the social projects we support depend on their participation.
For example, on Mexico’s “Day of the Tree,” we organize reforestation
brigades in all of our operations nationwide that have greenhouses.
In 2010, employee volunteers and local community members
planted more than 45,000 trees. Overall, employees in Mexico dedicated
more than 22,000 hours of volunteer work during the year.
CEMEX machinery removes pile of mud and stones from a community
of family homes after Hurricane Alex
Contributing to disaster relief
Our disaster relief efforts provide emergency humanitarian aid
and support long-term reconstruction efforts.
After the January 2010 earthquake, we took immediate
action to support our 115 Haitian employees, their families,
and neighboring communities by donating approximately
US$750,000 from company and employee contributions,
using our vessel “Marianela” to deliver 90 tons of direct aid,
and making heavy machinery available to assist relief teams.
CEMEX has also started the construction of a housing project
for our employees in the country who were left homeless.
In Mexico, we provided recovery assistance to several communities
in the wake of floods in Oaxaca and Veracruz; an
earthquake in Baja California and Sonora; and Hurricane Alex
in Nuevo Leon, Tamaulipas, and Coahuila. Following Hurricane
Alex, we distributed 250 tons of emergency aid and
provided heavy machinery to assist in cleanup efforts. CEMEX
also established Centros Productivos de Autoempleo in 10
municipalities and donated building materials, as well as
equipment and training, to help residents repair and rebuild
damaged homes. More than 7,000 individuals benefited from
this assistance.
Through the national program Colombia Humanitaria, CEMEX
Colombia supported national and local governments and donated
1,205 tons of cement, after severe flooding. In addition,
192 employees collectively donated US$12,000.
In Europe, CEMEX provided Hungary’s Central Disaster Recovery
Office with machinery to help drain water and clear roads.
CEMEX volunteers then donated their services to operate the
equipment. CEMEX also offered special discount prices on all
materials needed for recovery work. Furthermore, in Poland,
CEMEX donated materials to reinforce the flood banks in the
Dobrzykow area and a mobile plant to reinforce flood banks
in Warsaw.
15 —

16 —
partnership with
KEY stakeholders
83%
+600
employee engagement level(1)
initiatives implemented to improve
employees work life and performance
By building strong, long-term relationships with our key stakeholders,
we increase our responsiveness to their needs and concerns.
StRenGtHenInG emPlOyee enGaGement
We ask for our colleagues’ feedback through mechanisms that
include the CEMEX Survey, town hall meetings, global webcasts,
and team briefings. Since 2006, we have conducted the CEMEX
Employee Survey that measures the degree to which employees feel
motivated by their job, supervisors, team, and commitment to stay
with the company and contribute to its success. In 2010, the Employee
Survey showed an 83% employee engagement level. Guided
by these results, we develop action plans and, in 2010, 674 initiatives
were implemented or are ongoing based on employee input.
Employees receive equal opportunities at CEMEX
As formalized in our Equal Opportunity Employment Policy, CEMEX
hires, develops, and promotes all employees on an equal-opportunity
basis. To encourage diverse candidates to apply for positions, CEMEX’s
hiring procedures seek candidates from a variety of sources: promoting
open positions to be publicly posted in our job posting site, employee
referrals, local universities, job-search websites, and social media.
As women comprise 13% of CEMEX’s workforce, we have implemented
initiatives to encourage more women to join the company. Over
30 nationalities are represented in senior management, and approximately
60% of senior management positions at significant CEMEX
operations are local hires. In 2010, approximately 54% of CEMEX
employees were members of an independent union or covered by a
collective bargaining agreement.
HelPInG all emPlOyeeS tO leaRn, GROW, and advanCe
At CEMEX, we promote a culture of consistent high performance
worldwide. To help our employees meet this standard, we provide
them with work experiences, tools, and guidance that allow them to
(1) Engagement level is calculated as an average of the answers to a set of questions. It could
vary from 0-100%.
improve their technical skills and interact effectively. CEMEX offers
and is continually developing an array of instructor-led and online
courses. In 2010, we developed a Manager Training Program that
focuses on providing basic management tools for collaboration; we
will now offer it to executives at operations around the world. In
addition, during 2010, more than 350 employees received support to
complete university courses and degrees.
To complement our onsite training efforts, we have a state-of-theart
online learning management system, CEMEX Learning, through
which our employees can design and pursue their individual development
plans. Through CEMEX Learning, over 700 courses are accessible
and available to approximately 19,000 employees worldwide.
CEMEX’s Talent Review is a dialogue-based employee-development
process through which the employee’s performance and potential
are assessed collectively by the employee’s direct supervisor
and peers, as well as the area leader. Over 20% of our executives
and employees have access to a formal online system to register
performance evaluations, and 97% of these employees reported
receiving feedback in 2010. The remainder of our employees and
operators also receive regular performance evaluations with their
individual managers.
total rewards to attract and help retain the best talent
CEMEX’s reward package is intended to both motivate employees
and recognize their performance. To ensure that our offerings are appropriate,
we consider the total compensation provided by comparable
companies, the labor markets in which a given CEMEX business
unit competes for talent, and data compiled from independent, professional,
third-party surveys. We always comply with local laws and
provide additional health and insurance benefits in over 90% of our
operations and additional pension benefits in 45% of our operations.
Moreover, we are committed to paying the same wages to men and
women who perform similar jobs at the same level of experience, as
evidenced by our male-to-female salary ratio of 1.02—with seniority
accounting for the slight difference.
CEMEX offers employees flexible work arrangements as appropriate to
their particular culture and business unit needs; 69% of our operations
have work-life balance programs, including dependent care, child care,
elderly care, sabbaticals, parental leave, or other flexible time benefits.
OuR GlObal WORKFORCe
At the end of 2010, CEMEX had 46,533 employees and approximately
14,000 contractors. These numbers reflect voluntary turnover of 6%
and involuntary turnover of 9%. The decision to reduce headcount
was difficult, but necessary to ensure our continued competitiveness.
All restructuring efforts were performed in accordance with
local employment laws and applicable employment agreements.
When significant operational changes required a notice period, we
complied with local employment laws and collective agreements
and provided an average of 30 days’ notice.

Our global workforce
bReaKdOWn by level
percentage
59
l EXECUTIVE l NON-EXECUTIVE l OPERATIONAL
FOCuSInG On CuStOmeR needS
84%
Loyalty happens by design, not by chance. That’s why we intensely
focus on every customer—whether a construction giant building a
skyscraper or an individual building his family’s first home. From new
value-added cement and ready-mix products, to financial mechanisms
that enable government to build infrastructure, to partnerships
with developers to produce low-income housing, we work
closely with our customers to identify and implement effective ways
to create more value for them. We also use customer surveys, including
end-of-project satisfaction surveys, and ongoing dialogue to gain
a clear understanding of our customers’ needs and preferences. In
2010, 84% of the countries in which we operate regularly conducted
customer-satisfaction surveys, up from 78% in 2009.
FOSteRInG SuPPly CHaIn SuStaInabIlIty
93%
84%
5
36
bReaKdOWn by aGe
percentage
of the countries in which we operate regularly
conducted customer satisfaction surveys.
of our purchases were made from
locally and nationally based suppliers.
of the countries in which we operate have
processes to screen suppliers’ social and
environmental practices.
We believe that local sourcing is in and of itself a sustainable business
practice: it creates jobs, which in turn stimulate local economies, while
developing new skills among local workers. Whenever feasible, we support
small and locally based suppliers everywhere we operate; in fact, in
2010, 93% of our purchases were made from locally based suppliers.
We recognize that our responsibility for sustainable business practices
extends to the farthest reaches of our supply chain. By 2010,
84% of the countries in which we operate had processes to screen
suppliers’ social and environmental practices. CEMEX is the only
building materials company that participates in the United Nations
Global Compact (UNGC) Advisory Group on Supply Chain Sustain-
27
22 19
l UNDER 30 l 31-40
l 41-50 l OVER 50
32
bReaKdOWn by SenIORIty
percentage
38
14
19
l

18 —
responsibility for
sustainability at CEMEX
We conduct our business with integrity and act as stewards not only
of our shareholders’ assets, but also of the health and well-being of the
environment, our employees, local communities, and society at large.
Responsibility for sustainability at CEMEX starts at our Board of Directors
and flows all the way through our company to our local operations.
COmPany-WIde POlICIeS and InteRnal manaGement
SyStem tO enSuRe COmPlIanCe
We communicate our expectations and set global standards through
company-wide policies, including our Code of Ethics and Business
Conduct, Health and Safety, Environmental, Biodiversity, Anti-bribery,
and Antitrust.
Through ETHOS, our internal ethics management system, we raise
awareness and integrate procedures to track compliance with policies
as well as detect, manage, and reduce ethics and compliance
risks. This company-wide effort includes training for individuals, employee
perception surveys, communication campaigns on specific
topics, ETHOS@Plaza (the company’s employee intranet), and the
ETHOSline reporting channel.
EVP Planning
&Finance
Senior Vice President
Energy and
Sustainability
Corporate Director
of Sustainability
Corporate
Sustainability
Team
SUSTAINABILITY
AT CEMEX
ENHANCE OUR MANAGE OUR
VALUE CREATION FOOTPRINT
ENGAGE OUR
STAKEHOLDERS
Board of
Directors
Chairman & CEO
MANAGEMENT TEAM
Sustainability
Committee
Sustainability
Model
Reports of violations of our Code of Ethics and Business Conduct or
policies can be made through ETHOSline or directly to the Audit Committee,
Global Ethics Committee, Legal Department, local Ethics Committee,
local Human Resources Department, or immediate supervisors.
PublIC POlICIeS aCtIvItIeS
CEMEX actively follows public policy developments in many of the
countries and regions in which it operates, and advocates in support
of its business and sustainability priorities. Current priorities include:
environmental protection, climate change, carbon markets, sustainable
construction, economic policies, and financing models that
encourage investment in sustainable infrastructure.
In 2010 we published six position papers, all of which are available
on our website, that explain CEMEX’s position on: Climate Change,
Alternative Fuels, Market Mechanisms for Mitigating Climate Change,
Carbon Capture and Storage, Environmental Management and Biodiversity,
and Sustainable Construction.
Learn more about our company policies and position papers at
www.cemex.com/sustainability
Audit Committee
Corporate Practices
Committee
Finance Committee
EVP Administration President EMEAA President Americas
Regional and
Country Presidents
Americas and EMEAA
Sustainability Coordinators
Sustainability Country
Operations

Our commitment to sustainability is reflected in the various awards
that we have received around the world, including the following in
2010:
World business and Development Awards recognized CEMEX
for its contributions to achieving the Millennium Development Goals
through programs that foster and facilitate development, including
Centros Productivos de Autoempleo.
forrester Groundswell Award in Management–Collaboration
System category recognized CEMEX for its Shift platform. Shift uses
social media—social networks, wikis, discussion groups, and other
communications tools—to enable meaningful collaboration among
employees around the world through the sharing of innovative ideas
and best practices.
big tick Award from the Business in the Community (BITC) was
granted to CEMEX for its Patrimonio Hoy Program in Mexico and
Latin America.
Sustainable Development Award was granted to CEMEX in
France for two of its quarries by the National Union of Aggregate
Producers (UNPG)
UnICEM Environmental Award recognized CEMEX in France for
its quarry rehabilitation efforts by L’Union Nationale des Industries de
Carrières et Matériaux de Construction (UNICEM)
Health & Safety Award for zero accidents at four of CEMEX in
Germany’s operations granted by the German Association of Cement
Industry (VDZ)
Sustainability Index Silver Award to CEMEX in Latvia granted by
the Employers Confederation and Free Trade Union Association
ClARES for CSR recognizing CEMEX’s CSR programs in Mexico was
granted by Universidad Anáhuac
AWARDS and
recognitions
best CSR Practices for CEMEX’s Centros Productivos de Autoempleo
Centro Mexicano para la Filantropía
best Safety Award and Zero lost time Accident Award to
CEMEX in the Philippines by the Philippine Mine Safety & Environment
Association
Award for innovative application of self-compacting concrete
was granted to CEMEX in Poland by the Association of Readymix
Concrete Producers
Economic Contribution to Society Award to CEMEX in Spain by
the European Aggregates Association
Environmental Defense Award for CEMEX in Spain’s commitment
to the environment by the ADM Business School
International Safety Award for risk assessments and safety
systems at all CEMEX sites in the UK granted by the British Safety
Council
RoSPA Occupational Health & Safety Awards recognition for 12
CEMEX operations in the UK, granted by the Royal Society for the
Protection of Accidents (RoSPA)
William W. Howard C.E.O. Award for environmental stewardship
to CEMEX in the USA by the Wildlife Habitat Council (WHC)
EnERGY StAR® Partner of the Year awarded to CEMEX in the USA
and ENERGY STAR® rating awarded to three plants in United States
for superior energy performance by the United States Environmental
Protection Agency (EPA)
Cement Industry Energy & Environmental Awards recognized
two CEMEX’s plants in the United States by the Portland Cement Association
and Cement Americas
To see a full list of awards received by CEMEX in 2010, as
well as in previous years, please visit our Awards section in
www.cemex.com/sustainability

we welcome your feedback on our sustainability
reporting and performance.
Please send your comments and suggestions to
sd@cemex.com, or write to us at
CeMeX, s.A.b. de C.V.
Corporate Communications and Public Affairs
Av. ricardo Margáin Zozaya 325
san Pedro garza garcía, nl
CP 66265 Mexico
tel: +52 (81) 8888-8888
www.cemex.com
Please consider the environment before printing all or part of this report.
To conserve resources, we neither printed this report nor the annual report.